9. PERFORMANCE TUTORIAL
CORE POSITIVE IMMERSION ABSTRACTS
[1] THE ULTIMATE BUSINESS RESOURCE
MAKING IT HAPPEN --- Six steps to successful performance appraisal management:
[1] Make sure that everybody understands the need for appraisal, its importance, its objectives, and its mutual benefits!
[2] Prepare throughout the year, keeping clear records and notes to assist the appraisal process.
[3] Keep primarily to performance factors, getting the appraisee (subordinate) to do most of the talking ---- while you listen hard.
[4] Concentrate the appraisal process on future performance, and do not confuse it with discussion of remuneration.
[5] Link appraisal deliberately with training and development, and with consultation, counseling, mentoring, and motivation!
[6] Follow up appraisals promptly, sending all necessary written material to the appraisee (subordinate) and flagging any opportunity for further discussion.
Book Source: Business --- The Ultimate Resource
[2] ORGANIZATIONAL BEHAVIOR
Book Source: Organizational Behavior
[3] EFFECTIVE PERFORMANCE APPRAISALS
Book Source: Effective Performance Appraisals
[4] LIFETIME LEGAL GUIDE
RIGHT TO EQUAL PROTECTION!
Each citizen has the same rights and obligations as any other, and federal, state, and local governments may not favor one group of people or an individual over another on the basis of age, color, race, national origin, or sex.
State and local government agencies, and employment agencies are prohibited from:
Denying promotions, transfers, or assignments on the basis of race, color, national origin, sex, or age --- is! FORBIDDEN!
If you are protesting illegal activity but have not been fired, no one can stop you from filing a complaint! The law forbids employers from threatening reprisals or retaliation.
To increase the chances of winning a case:
(1) If you receive an unfavorable performance evaluation or warning that is subjectively tainted, submit a written response that documents why the appraisal or warning is incorrect.
(2) This will document the protest and may prove that you did not acquiesce through silence or inaction to the employer's version of the facts!
Book Source: (Lifetime Legal Guide)
[5] MEASURING WORK PERFORMANCE
WHAT we measure we do,
What we MEASURE we do,
What we measure we DO!
Book Source: (The Achiever's Profile)
[6] WHAT IS A SUPERIOR PERFORMANCE APPRAISAL?
Book Source: (How to do a Superior Performance Evaluation)
[7] TIPS FOR GIVING EFFECTIVE EMPLOYEE EVALUATIONS
Website Source: (More tips for giving effective employee evaluations)
[8] THE ONE MINUTE MANAGER'S
WORK PERFORMANCE PRINCIPLES
The "One Minute Manager" always makes it clear what an employee's responsibilities are and for what he or she is being held accountable.
Once the One Minute Manager has decided what needs to be done and the subordinate librarian agrees with what needs to be done, they collaborate on creating a "Duty Statement" that includes specific measureable duties and related tasks. Each duty or major goal is recorded on a single page or less!
The "Work Standards" for work duties and related tasks (the work goals and the plans for achieving them) must list specific QUANTITATIVE MEASURES that will be used to rate each subordinate librarian.
Each "Rating Standard" or criterion that describes each "Duty" and related "Task" should take less than 250 words to express.
Also, the second essential component of the One Minute Manager philosophy of management is that a subordinate employee must be able to read and comprehend the explanation within one minute.
Book Source: (The One Minute Manager)
[9] HOW YOU CAN IMPROVE HUMAN PERFORMANCE
A = ANTECEDENT
[1] Does the employee know what is expected of him or her?
Are the performance standards clear?
Have they been communicated well?
Are they realistic?
B = BEHAVIOR
[2] Can the work behavior be performed within the time constraints?
Could the employee do the work if his or her life depended upon it?
Does something prevent the work behavior's occurrence?
C = CONSEQUENCE
[3] Are the consequences weighted in favor of "good" performance?
[4] Is there feedback about the consequences in relation to job performance?
If "yes," is the feedback immediate, specific, and positive?
[5] Are improvements being reinforced?
Do we note improvements even though the improvement
may still leave the employee below organization standards?
Is reinforcement specific?
Book Source: (How to Improve Human Performance)
[10] WORK PERFORMANCE "ALIGNMENT MODEL"
1) ALIGNMENT MODEL --- The cornerstone of this approach to Performance Management is the "Performance Alignment Model." It consists of seven seperate but interrelated major components or steps required to improve employee and organizational performance:
[1] Step 1: Conducting stakeholder valuation
2) PERFORMANCE IMPROVEMENT --- Many employees fail to perform adequately or are "INCOMPETENT" because of THREE PRINCIPLES of performance improvement:
[2] Step 2: Improving job design
[3] Step 3: Establishing synergistic relationships
[4] Step 4: Applying performance coaching
[5] Step 5: Conducting developmental evaluations
[6] Step 6: Creating performance growth and development plans
[7] Step 7: Linking compensation and rewards
to performance growth and development
Steps 1 and 2 are the responsibility of the organization, while steps 3 through 7 are the responsibility of managers and employees!
[1] "Performance/Reward Disconnect" --- when there is a "disconnect"
3) EXPECTATIONS --- In order to overcome disappointing performance, managers must link their subordinates "expectations" with their own "inspection" (see Chapter 5, Performance Coaching,
between the work performance of employees and the organization's OVERALL performance
[2] "Performance Whitewashing" --- when managers treat ALL performance "results" the SAME and fail to communicate which results are the most important!
[3] "Inspection Failure" --- when managers fail to inspect their work, subordinate employees are left on their own to produce results that they perceive are important to the organization. Since failure to prioritize or inspect "performance outputs" BOTH incompetences lead to the same conclusion which is inadequate or disappointing performance and results by BOTH managers and subordinate employees
and Chapter 6, Developmental Evaluation)
Employees must know what is important to produce and they must understand that their managers will be inspecting their "performance outputs!"
4) COMPETENCIES --- Seven COMPETENCIES of work performance
"COACHING" by good managers
[1] Synergistic Relationships
[2] Training Employees
[3] Career Counseling
[4] Confronting Performance
[5] Mentoring Employees
[6] Enhancing Employees' Self-Esteem
[7] Rewarding Performance
Book Source: (Performance Challenge)
[11] CAUSES OF FAILURE IN PERFORMANCE APPRAISAL AND SUPERVISION
If we want to really TRANSFORM our structure and leadership, we have to CHANGE the thinking behind our thinking!
Review of chapter assumptions:
The real goal = Improving the performance of the organization!
Appraisal as a rating tool --- Fair or Foul?
What to do instead = FIVE FUNCTIONS of annual appraisal examinations:
FUNCTION 1 --- Coaching employees in the new workplace
CONCLUSION = The dynamics of people, money and motivation are too complex to fully understand. However, if your organization takes time to clarify what it is trying to achieve and builds from healthy underlying assumptions, it can create more effective compensation practices and a positive work environment!
FUNCTION 2 --- Feedback that makes a difference)
FUNCTION 3 --- How do we pay people without appraisals?
FUNCTION 4 --- Promote and provide interesting work
(1) Give employees freedom and choices in their work!
FUNCTION 5 --- Create a climate of people working together
(2) Offer employees challenges!
Book Source: (Causes of Failure in Performance Appraisal and Supervision)
[12] EVALUATING THE EVALUATORS
Journal Source: Human Resources Magazine
[13] GETTING PROMOTED
--- REAL STRATEGIES FOR ADVANCING YOUR CAREER
Book Source: (Getting Promoted)
[14] COUNTY LIBRARY SUPERVISION AND WORK PERFORMANCE
MANAGEMENT "WORKSHOP RULES"
Book Source: (County Library Performance Evaluation "Workshop Rules")
1 --- PERFORMANCE EXPECTATIONS 9 --- PROBLEM P. E. RATINGS 2 --- DELEGATION PROCESS 10 --- MEETING --- PAST WORK 3 --- KEY TOPICS 11 --- MEETING --- FUTURE PLANS 4 --- PERFORMANCE MANAGEMENT 12 --- P. E. vs A. P. 5 --- COMMON CONTROLS 13 --- COUNSELING 6 --- THE CONTROL PROCESS 14 --- DISCIPLINARY PROCESS 7 --- PERFORMANCE EVALUATION 15 --- WHAT TO DO AND CONSIDER 8 --- P. E. /ONGOING ASSESSMENT 16 --- KEY LAWS AND POLICIES
[15] ABOLISHING PERFORMANCE APPRAISALS ---
WHY THEY BACKFIRE AND WHAT TO DO INSTEAD
Book Source: (Abolishing Performance Appraisals)